The document discusses how the traditional marketing funnel model no longer accurately captures how consumers make purchasing decisions. It introduces a new "consumer decision journey" model with four primary phases: initial consideration, active evaluation, closure when purchasing, and post-purchase experience. It notes that consumer decision making is now more circular and complex than the linear funnel model suggests. Marketers must understand this new journey in order to influence consumers at the most important touchpoints and align their strategies and spending accordingly.
Consumer behaviour is the study of how individual customers, groups or organizations select, buy, use, and dispose ideas, goods, and services to satisfy their needs and wants
Perusahaan dan Strategi Pemasaran - Bab 2 Prinsip-prinsip Pemasaran Kotler Ar...Mirza Syah
Philip Kotler & Gary Armstrong. 2008. Prinsip-prinsip Pemasaran, edisi 12. Penerbit Erlangga : Jakarta, Bab 2
Bacaan pembuka bisa anda download di :
http://www.slideshare.net/Mirzasyah/bab-2-perusahaan-dan-strategipemasaran
Ringkasan Ch 3 Consumer Motivation and Personalitychienmario
Consumer Motivation and Personality(Schiffman, 20140904)
Schiffman, L. (20140904). Consumer Behavior, Global Edition, 11th Edition [VitalSource Bookshelf version]. Retrieved from vbk://9780273787327
Strategic E-Marketing and Performance MetricsUsman Tariq
E-marketing means using digital technologies such as websites, mobile devices and social networking to help reach your customers, create awareness of your brand and sell your goods or services. The basics of marketing remain the same - creating a strategy to deliver the right messages to the right people.
Consumer behaviour is the study of how individual customers, groups or organizations select, buy, use, and dispose ideas, goods, and services to satisfy their needs and wants
Perusahaan dan Strategi Pemasaran - Bab 2 Prinsip-prinsip Pemasaran Kotler Ar...Mirza Syah
Philip Kotler & Gary Armstrong. 2008. Prinsip-prinsip Pemasaran, edisi 12. Penerbit Erlangga : Jakarta, Bab 2
Bacaan pembuka bisa anda download di :
http://www.slideshare.net/Mirzasyah/bab-2-perusahaan-dan-strategipemasaran
Ringkasan Ch 3 Consumer Motivation and Personalitychienmario
Consumer Motivation and Personality(Schiffman, 20140904)
Schiffman, L. (20140904). Consumer Behavior, Global Edition, 11th Edition [VitalSource Bookshelf version]. Retrieved from vbk://9780273787327
Strategic E-Marketing and Performance MetricsUsman Tariq
E-marketing means using digital technologies such as websites, mobile devices and social networking to help reach your customers, create awareness of your brand and sell your goods or services. The basics of marketing remain the same - creating a strategy to deliver the right messages to the right people.
Companies need to understand the full range of the multichannel consumer decision journey to understand how to best influence potential and current customers. Scenarios and data from this McKinsey presentation show how consumers are making their decisions today - particularly in the UK and France - and how brands can turn those insights into profits.
This slideshow explains the model developed by McKinsey & Company - Consumer Decision Journey. This is a preview of my course "Influencing Consumers' Decision: How to Make Them Pick You"
To learn more about this course or other marketing resources, check out http://CuriousMarketeer.com
For a limited time / quantity: Get this full course for $7 only (over 75% off). Use the following link for this special offer: http://bit.ly/1w7rmGN
Consumer Decision Journey in the Digital AgeAlok Ranjan
The consumer decision journey no longer follows the linear model in the digital era. Enterprises are in the process of creating awe moments for consumers through multiple touch points. Customer retention is one of the arduous challenges facing enterprises in the digital age when small firms are disrupting the consumer buying decision journey. These slides explores the possible interventions in the consumer decision journey, explains the shift the consumer-enterprise interaction behavior, highlights the new model of consumer decision journey and provides recommendations to enterprises on how to capture the top of mind share of the connected consumers.
Awaiting your opinion and comments. Thanks.
The business is world is changing. The Purpose Economy is here. The future belongs to companies with a purpose. At The Happy Startup School we help budding entrepreneurs build startups that matter.
The consumer decision journey. McKinsey. Consumers are moving outside the purchasing funnel, changing the way they research and buy your products. If your marketing hasn’t changed in response, it should. https://www.mckinseyquarterly.com/The_consumer_decision_journey_2373
Consumers are moving outside the purchasing funnel - changing the way they research anb buy products. If your marketing hasn't changed in response, it should. - McKinsey, June 2009
Business Case #5 Marketing Communications Marketing i.docxRAHUL126667
Business Case #5
Marketing Communications
Marketing is the process through which a firm creates value for its customers by delivering (place)
the goods and services (product) that meet their needs and wants. For this to be sustainable, the
firm must monetarily capture a portion of the value created (price). And for this exchange to occur,
the consumer must be aware of the product’s existence, its value proposition, its place of
availability, and its price. Advertising and sales promotions are the main communication tools by
which companies convey this information and further persuade current and prospective customers
to engage in a value exchange with the firm.
This note identifies the main issues involved in the effective management of the marketing
communication process. It first defines the purpose of communication. Then it classifies the tools
available to communicate with consumers. In the sequel, it elaborates on how consumers respond
to communication attempts. Finally, it lays out a framework for marketers to manage the entire
communication process.
Purposes of Communication
The ultimate purpose of marketing communication is to influence consumers to engage in a value
exchange with the firm. It does so by informing and persuading consumers. Marketing
communications inform consumers of the existence (awareness) and benefits of products, services,
and ideas. It also persuades consumers to change their attitudes and behaviors regarding goo ds and
services. There are, thus, four broad types of intermediary communication goals to be achieved:
Awareness: To capture one’s attention to a product, service, or idea.
Information: To convey factual information about a product, service, or idea.
Attitude (or image): To persuade consumers to change their attitude regarding a brand.
Call-to-action: To persuade consumers to act through specific behavior (e.g., purchase).
If done correctly, these intermediary goals of informing and persuading should eventually lead to
a value exchange. How this is achieved in practice can be understood by looking at the consumer’s
decision-making process (DMP).
Decision-Making Process
While the desired end result of all marketing activities, including communication, is typically an
exchange (often money for goods/services), there is a typical sequence of steps a consumer goes
through that lead up to this event. This sequence of steps or stages defines the consumer’s decision -
making process. A valid communication goal could be just to move the customer from one of these
early steps to the next. Determining the elements of a marketing communication strategy begins
with a careful analysis of the target consumers’ DMP.
Business Case #5
Figure 1 shows the types of responses—categorized as cognitive, affective, and behavioral—
required from consumers to move them along a typical DMP for a short lifecycle category (e.g.,
confectionary). In ...
Reflective PaperThe Reflective Paper should demonstrate understa.docxaudeleypearl
Reflective Paper
The Reflective Paper should demonstrate understanding of the reading assignments as well as the implications of new knowledge. The 2100 to 2400 words paper should integrate readings and class discussions into work and life experience. It may include explanation and examples from previous experience as well as implications for future application.
The purpose of the Reflective Paper is for you to culminate the learning achieved in the course by describing your understanding and application of knowledge in the field of human resource management.
Focus of the Reflective Paper
The primary function of human resource management is to increase the effectiveness and contribution of employees in the attainment of organizational goals and objectives. Consider all the areas of HRM that have been discussed in class:
· EEO and Affirmative Action,
· Human resources planning, recruitment, and selection,
· Human resources development,
· Compensation and benefits,
· Safety and Health, and
· Employee and labor relations.
Submit a Reflective Paper in which you explain how these aspects work together to perform that primary function. Are any aspects more important than the others? Why or why not? How do you believe the HRM role can be optimized for shaping organizational and employee behavior?
The Reflective Paper must: (a) identify the main issues in the chosen area, (b) demonstrate new learning that has occurred, (c) include class activities or incidents that facilitated learning and understanding, (d) identify specific current and/or future applications and relevance to your workplace, and (e) reflect the potential impact to your future career plans or even in your personal life at home. The emphasis of the Reflective Paper should be on parts 'd' and 'e,' and on the application of new learning. Explore, in depth, the benefits of the new learning and understanding that has taken place.
Writing the Reflective Paper
The Reflective Paper:
· Must be 2100 to 2400 words pages in length, excluding the cover page and reference page, and formatted according to APA style as outlined in your approved style guide.
· Must include a cover page that includes:
· Name of paper
· Student's name
· Course number and name
· Instructor's name
· Date submitted
· Must include an introductory paragraph with a succinct thesis statement.
· Must address the topic of the paper with critical thought.
· Must conclude with a restatement of the thesis and a conclusion paragraph.
· Must use at least one scholarly source, in addition to the text.
· Must use APA style as outlined in your approved style guide to document all sources.
· Must include, on the final page, a Reference List that is completed according to APA style as outlined in your approved style guide.
1
The consumer decision
journey
Consumers are moving outside the purchasing
funnel—changing the way they research
and buy your products. If your marketing hasn’t
changed in response, it should.
David Court, ...
How to reach a customer in the right wayTable of Contents .docxpooleavelina
How to reach a customer in the right way
Table of Contents
Which is the right channel to reach a customer?
Single-channel, multi- channels and omni- channels
The example of retail banking
Guiding the customers
The right incentives, and the “carrot” & “stick” theory
Creating a buzz
Which is the right content?
Content marketing and types of content marketing
Indented Study Contribution
When is the right time?
Ethical Consideration
Methodology and the example of Laura’s survey
How to reach a customer in the right way
Encourage people to join your email list
Start a blog or a website
Host a photo contest
Encourage reviews
Ask for referrals
Write a survey, questionnaires, poll etc..
Which is the right channel to reach a customer?
For a long time buying goods has taken place via the two main channels: the website of the retailer and/or the traditional retail sales point. It all used to be so simple as separate channel managers, separate channel-targeted segments, channel-aligned products, customers asked to deal with specific channels etc.
Nevertheless things have changed to date. New interactive features are provided on Websites to reach consumers, for example the possibility to try the product virtually and to achieve customised recommendations while mobile channels form the new mainstream of universal shopping, always and anywhere, via the mobile device. There is a rapid increase in the number of channels that enable users to freely access and compare, choose and buy products. Past studies indicate that customers participate more transactions in the new multichannel scenario as opposed to single-channel buyers (Dholakia et al., 2005, Seck and Philippe, 2013).
Omni-distribution channel is defined as using everything manufacturer/retailer have to gain, provide seamless, integrated and unified experience to retain customers.
Omni-distribution channel is about developing customer relations, but it has various challenges. Studies by Ogden-Barnes & Lowther (2012) on Australian retailing decision-making show that customers are lost due to inconsistent communication across various distribution channels during the first engagement phase of Omni-channel. The Kana Company research on Omni channel in 2013 sums up few Omni-channel drawbacks: the retailers face a fuzz in understanding the definition, mission and location of Omni channel in their organisation.
The omni-distribution channel is still in its infant stages, and its evangelization needs to be accelerated as it has enormous benefits that do not stand up to its dares.
The example of retail banking
Retail banking provides financial services for individuals and family
The three most important functions are:
Credit
Deposit
Money management
First of all retail banks offer consumers credit to buy homes, cars, and furniture.
Include mortgages, auto loans, and credit cards.
Yet multichannel marketing is more complicated than it might seem. Industries often multiply their channels ...
Discussion Therapy for Clients With Personality DisordersClient.docxmadlynplamondon
Discussion: Therapy for Clients With Personality Disorders
Clients with personality disorders often find it difficult to overcome their problems and function in daily life. Even when these clients are aware that they have a dysfunction with their personality and are open to counseling, treatment can be challenging for both the client and the therapist. For this Discussion, as you examine personality disorders, consider therapeutic approaches you might use with clients.
Learning Objectives
Students will:
· Analyze therapeutic approaches to treating clients with personality disorders
To prepare:
· Review this week’s Learning Resources and reflect on the insights they provide.
· Select one of the personality disorders from the DSM-5.
By Day 3
Post
· A description of the personality disorder you selected. (personality disorder).
· Explain a therapeutic approach (including psychotropic medications if appropriate) you might use to treat a client presenting with this disorder,
· including how you would share your diagnosis of this disorder to the client in order to avoid damaging the therapeutic relationship.
· Support your approach with evidence-based literature.
Class Rules
A clear purpose statement (The purpose of this paper is to...) is required in the introduction of all writings.
you are required to cite scholarly resources including peer-review journals and current practice guidelines
Please, all bullets points, bold, red and highlighted area must be attended to.
As the rapid growth of emerging markets gives millions of
consumers new spending power, those consumers are encountering
a marketing environment every bit as complex and swiftly evolving
as its counterpart in developed countries. Product choices and
communication channels are exploding; so is the potential of digital
platforms; and, as everywhere, consumer empowerment is on the
rise.
The impact of these changes has been so profound in developed
markets that three years ago, our colleague David Court and his
coauthors proposed a new approach for understanding consumer
behavior.1 On the basis of research involving 20,000 consumers
across five industries and three continents, our colleagues suggested
replacing the traditional metaphor of a “funnel” in which consumers
start at the wide end, with a number of potential brands in mind,
before narrowing their choices down to a final purchase. Envisioning
Companies that harness word-of-mouth effects, emphasize
in-store execution, and get their brands onto shoppers’
short lists for initial consideration are more likely to capture the
loyalty of emerging-market consumers.
Building brands in emerging
markets
Yuval Atsmon, Jean-Frederic Kuentz, and Jeongmin Seong
1 See David Court, Dave Elzinga, Susan Mulder, and Ole Jørgen Vetvik, “The consumer
decision journey,” mckinseyquarterly.com, June 2009.
S E P T E M B E R 2 0 1 2
m a r k e t i n g & s a l e s p r a c t i c e
2
consumer behavio ...
The Changing Vietnamese Consumer LandscapeQuynh LE
This Vietnam consumer market research report presents perspectives on the forces shaping the Vietnam consumer market. More and more consumers have entered the disposable income economy. Conspicuous consumption - of apartments, motor cycles, high-end mobiles, air-con as well as well as day-to-day consumables - has resulted in considerable anxiety in how to keep up with the neighbours. The Vietnamese consumer is plagued with affluenza and many are failing to self actualize.
THE BEHAVIORAL ECONOMICS GUIDE - 2014
Edited by Alain Samson
CONTENTS
Foreword by George Loewenstein and Rory Sutherland
PART 1 - The Basics
An Introduction to Behavioral Economics
Selected Behavioral Economics Concepts
References
PART 2 - Resources
Books Read by 'Behavioral Economics Group' Members
Scholarly Journals with Behavioral Economics Content
Postgraduate Programs in Behavioral Economics and Behavioral/Decision Science
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Psychology and Behavioral Economics in Practice
Advocacy
BrainJuicer
Decision Technology
Decode Marketing
Fehr Advice
The Irrational Agency
#ogilvychange
PART 4 - Author and Contributing Organization Profiles
This report offers a thorough, in-depth review of all the key stats for the Social, Digital and Mobile landscape around Asia-Pacific in 2014 by @wearesocial.sg
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
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involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
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1. 1
The consumer decision
journey
Consumers are moving outside the purchasing
funnel—changing the way they research
and buy your products. If your marketing hasn’t
changed in response, it should.
David Court, Dave Elzinga, Susan Mulder, and Ole Jørgen Vetvik
If marketing has one goal, it’s to reach consumers at the moments
that most influence their decisions. That’s why consumer electronics
companies make sure not only that customers see their televisions in
stores but also that those televisions display vivid high-definition
pictures. It’s why Amazon.com, a decade ago, began offering targeted
product recommendations to consumers already logged in and ready
to buy. And it explains P&G’s decision, long ago, to produce radio and
then TV programs to reach the audiences most likely to buy its
products—hence, the term “soap opera.”
Marketing has always sought those moments, or touch points, when
consumers are open to influence. For years, touch points have been
understood through the metaphor of a “funnel”—consumers start with
a number of potential brands in mind (the wide end of the funnel),
marketing is then directed at them as they methodically reduce that
number and move through the funnel, and at the end they emerge
with the one brand they chose to purchase (Exhibit 1). But today, the
funnel concept fails to capture all the touch points and key buying
factors resulting from the explosion of product choices and digital
channels, coupled with the emergence of an increasingly discerning,
well-informed consumer. A more sophisticated approach is required
to help marketers navigate this environment, which is less linear
Marketing & Sales Practice
David Court is a director
in McKinsey’s Dallas
office, Dave Elzinga is
a principal in the Chicago
office, Susie Mulder is
a principal in the Boston
office, and Ole Jørgen
Vetvik is a principal in
the Oslo office.
2. McKinsey Quarterly 2009 Number 32
An interactive exhibit
explores the new consumer
decision journey model
and describes how marketers
can use it to communicate
with consumers at key stages
in the decision-making
process. Find the exhibit
on mckinseyquarterly.com.
and more complicated than the funnel suggests. We call this approach
the consumer decision journey. Our thinking is applicable to any
geographic market that has different kinds of media, Internet access,
and wide product choice, including big cities in emerging markets
such as China and India.
We developed this approach by examining the purchase decisions of
almost 20,000 consumers across five industries and three continents.
Our research showed that the proliferation of media and products
requires marketers to find new ways to get their brands included in
the initial-consideration set that consumers develop as they begin
their decision journey. We also found that because of the shift away
from one-way communication—from marketers to consumers—
toward a two-way conversation, marketers need a more systematic
way to satisfy customer demands and manage word-of-mouth. In
addition, the research identified two different types of customer loyalty,
challenging companies to reinvigorate their loyalty programs and
the way they manage the customer experience.
Finally, the research reinforced our belief in
the importance not only of aligning all elements
of marketing—strategy, spending, channel man-
agement, and message—with the journey that con-
sumers undertake when they make purchasing
decisions but also of integrating those elements
across the organization. When marketers under-
stand this journey and direct their spending and
messaging to the moments of maximum influence,
they stand a much greater chance of reaching
consumers in the right place at the right time with
the right message.
Q3 2009
CDJ
Exhibit 1 of 4
Glance: In the traditional funnel metaphor, consumers start with a set of potential brands and
methodically reduce that number to make a purchase.
Exhibit title: The traditional funnel
Awareness Familiarity Consideration Purchase Loyalty
Exhibit 1
The traditional funnel
3. 3The consumer decision journey
How consumers make decisions
Every day, people form impressions of brands from touch points such
as advertisements, news reports, conversations with family and
friends, and product experiences. Unless consumers are actively
shopping, much of that exposure appears wasted. But what happens
when something triggers the impulse to buy? Those accumulated
impressions then become crucial because they shape the initial-
consideration set: the small number of brands consumers regard
at the outset as potential purchasing options.
The funnel analogy suggests that consumers systematically narrow the
initial-consideration set as they weigh options, make decisions, and
buy products. Then, the postsale phase becomes a trial period deter-
mining consumer loyalty to brands and the likelihood of buying
their products again. Marketers have been taught to “push” marketing
toward consumers at each stage of the funnel process to influence
their behavior. But our qualitative and quantitative research in the auto-
mobile, skin care, insurance, consumer electronics, and mobile-
telecom industries shows that something quite different now occurs.
Actually, the decision-making process is a more circular journey, with
four primary phases representing potential battlegrounds where
Q3 2009
CDJ
Exhibit 2 of 4
Glance: The decision-making process is now a circular journey with four phases: initial consideration;
active evaluation, or the process of researching potential purchases; closure, when consumers buy
brands; and postpurchase, when consumers experience them.
Exhibit title: The consumer decision journey
After purchasing a product or service,
the consumer builds expectations
based on experience to inform the next
decision journey.
Consumers add or subtract
brands as they evaluate what
they want.
1 3
4
2
The consumer considers
an initial set of brands,
based on brand perceptions
and exposure to recent
touch points.
Ultimately, the consumer
selects a brand at
the moment of purchase.
Moment
of
purchase
Initial-
consideration
set
Trigger
Active evaluation
Information gathering, shopping
Postpurchase experience
Loyalty loop
Ongoing exposure
Exhibit 2
The consumer decision journey
4. McKinsey Quarterly 2009 Number 34
marketers can win or lose: initial consideration; active evaluation, or
the process of researching potential purchases; closure, when con-
sumers buy brands; and postpurchase, when consumers experience
them (Exhibit 2). The funnel metaphor does help a good deal—for
example, by providing a way to understand the strength of a brand
compared with its competitors at different stages, highlighting the
bottlenecks that stall adoption, and making it possible to focus
on different aspects of the marketing challenge. Nonetheless, we found
that in three areas profound changes in the way consumers make
buying decisions called for a new approach.
Brand consideration
Imagine that a consumer has decided to buy a car. As with most kinds
of products, the consumer will immediately be able to name an
initial-consideration set of brands to purchase. In our qualitative
research, consumers told us that the fragmenting of media and the
proliferation of products have actually made them reduce the number
of brands they consider at the outset. Faced with a plethora of
choices and communications, consumers tend to fall back on the
limited set of brands that have made it through the wilderness of
messages. Brand awareness matters: brands in the initial-consideration
set can be up to three times more likely to be purchased eventually
than brands that aren’t in it.
Not all is lost for brands excluded from this first stage, however.
Contrary to the funnel metaphor, the number of brands under
consideration during the active-evaluation phase may now actually
expand rather than narrow as consumers seek information and
Exhibit 3
Adding brands
Q3 2009
Consumer Decision Journey
Exhibit 3 of 4
Glance: The number of brands added for consideration in different stages differs by industry.
E X H I B I T 3
Adding brands
Sector
Initial
consideration
Active
evaluation
Loyalty
loop1
Personal computers 49 24 27
Skin care 38 37 25
Telecom carriers 38 20 42
Auto insurance 13 9 78
1.7
1.5
1.5
3.2
1.0
Autos 63 30 7 3.8 2.2
1.8
0.9
1.4
1 For skin care, includes consumers who purchased their current brand 2 or more times in past 3 months and for whom current
brand made up at least 70% of total category purchases in past 3 months; for all others, includes consumers who purchased same brand
on current occasion as on previous occasion and did not consider any other brands.
Source: McKinsey consumer decision surveys: 2008 US auto and skin care, 2008 Germany mobile telecom, 2009 US auto insurance
Share of purchases, % Average number of brands
In initial-
consideration
set
Added in
active
consideration
5. 5The consumer decision journey
shop a category. Brands may “interrupt” the decision-making process
by entering into consideration and even force the exit of rivals.
The number of brands added in later stages differs by industry: our
research showed that people actively evaluating personal computers
added an average of 1 brand to their initial-consideration set of 1.7, while
automobile shoppers added 2.2 to their initial set of 3.8 (Exhibit 3).
This change in behavior creates opportunities for marketers by adding
touch points when brands can make an impact. Brands already under
consideration can no longer take that status for granted.
Empowered consumers
The second profound change is that outreach of consumers to marketers
has become dramatically more important than marketers’ outreach
to consumers. Marketing used to be driven by companies; “pushed” on
consumers through traditional advertising, direct marketing, spon-
sorships, and other channels. At each point in the funnel, as consumers
whittled down their brand options, marketers would attempt to sway
their decisions. This imprecise approach often failed to reach the right
consumers at the right time.
In today’s decision journey, consumer-driven marketing is increasingly
important as customers seize control of the process and actively “pull”
information helpful to them. Our research found that two-thirds of
the touch points during the active-evaluation phase involve consumer-
driven marketing activities,
such as Internet reviews and
word-of-mouth recommen-
dations from friends and family,
as well as in-store interactions
and recollections of past experi-
ences. A third of the touch
points involve company-driven
marketing (Exhibit 4). Traditional
marketing remains important,
but the change in the way consumers make decisions means that mar-
keters must move aggressively beyond purely push-style commu-
nication and learn to influence consumer-driven touch points, such as
word-of-mouth and Internet information sites.
The experience of US automobile manufacturers shows why marketers
must master these new touch points. Companies like Chrysler and
GM have long focused on using strong sales incentives and in-dealer
programs to win during the active-evaluation and moment-of-
purchase phases. These companies have been fighting the wrong battle:
the real challenges for them are the initial-consideration and post-
purchase phases, which Asian brands such as Toyota Motor and Honda
Marketers must move aggres-
sively beyond purely push-style
communication and learn
to influence consumer-driven
touch points
6. McKinsey Quarterly 2009 Number 36
dominate with their brand strength and product quality. Positive
experiences with Asian vehicles have made purchasers loyal to them,
and that in turn generates positive word-of-mouth that increases the
likelihood of their making it into the initial-consideration set. Not
even constant sales incentives by US manufacturers can overcome
this virtuous cycle.
Two types of loyalty
When consumers reach a decision at the moment of purchase, the
marketer’s work has just begun: the postpurchase experience shapes
their opinion for every subsequent decision in the category, so the
journey is an ongoing cycle. More than 60 percent of consumers of
facial skin care products, for example, go online to conduct further
research after the purchase—a touch point unimaginable when the
funnel was conceived.
Although the need to provide an after-sales experience that inspires
loyalty and therefore repeat purchases isn’t new, not all loyalty is
equal in today’s increasingly competitive, complex world. Of consumers
who profess loyalty to a brand, some are active loyalists, who not
only stick with it but also recommend it. Others are passive loyalists
who, whether from laziness or confusion caused by the dizzying
array of choices, stay with a brand without being committed to it.
Despite their claims of allegiance, passive consumers are open
to messages from competitors that give them a reason to switch.
Exhibit 4
Where it counts
Exhibit 4 of 4
Glance: Two-thirds of the touch points during the active-evaluation phase involve consumer-driven
activities such as Internet reviews and word-of-mouth recommendations from friends and family.
e x h i b i t 4
Where it counts
1
Based on research conducted on German, Japanese, and US consumers in following sectors: for initial consideration—autos, auto insurance,
telecom handsets and carriers; for active evaluation—auto insurance, telecom handsets; for closure—autos, auto insurance, skin care, and TVs;
figures may not sum to 100%, because of rounding.
5
Initial-
consideration
set
Active
evaluation
Closure
Most-influential touch points by stage of consumer decision journey, for competitors
and new customers, % of effectiveness1
Store/agent/dealer interactions
Consumer-driven marketing
Word-of-mouth
Online research
Offline and/or print reviews
Past experience
Company-driven marketing
Traditional advertising
Direct marketing
Sponsorship
In-store product experience
Salesperson contact
12
26
37
10
26 22
31
43
21
28
39
7. 7The consumer decision journey
Take the automotive-insurance industry, in which most companies
have a large base of seemingly loyal customers who renew every
year. Our research found as much as a sixfold difference in the ratio
of active to passive loyalists among major brands, so companies have
opportunities to interrupt the loyalty loop. The US insurers GEICO
and Progressive are doing just that, snaring the passively loyal cus-
tomers of other companies by making comparison shopping and
switching easy. They are giving consumers reasons to leave, not excuses
to stay.
All marketers should make expanding the base of active loyalists a
priority, and to do so they must focus their spending on the new touch
points. That will require entirely new marketing efforts, not just
investments in Internet sites and efforts to drive word-of-mouth or a
renewed commitment to customer satisfaction.
Aligning marketing with the consumer decision journey
Developing a deep knowledge of how consumers make decisions is the
first step. For most marketers, the difficult part is focusing strategies
and spending on the most influential touch points. In some cases, the
marketing effort’s direction must change, perhaps from focusing
brand advertising on the initial-consideration phase to developing
Internet properties that help consumers gain a better understanding
of the brand when they actively evaluate it. Other marketers may need
to retool their loyalty programs by focusing on active rather than
passive loyalists or to spend money on in-store activities or word-of-
mouth programs. The increasing complexity of the consumer
decision journey will force virtually all companies to adopt new ways
of measuring consumer attitudes, brand performance, and the
effectiveness of marketing expenditures across the whole process.
Without such a realignment of spending, marketers face two risks.
First, they could waste money: at a time when revenue growth is critical
and funding tight, advertising and other investments will be less
effective because consumers aren’t getting the right information at the
right time. Second, marketers could seem out of touch—for instance, by
trying to push products on customers rather than providing them
with the information, support, and experience they want to reach
decisions themselves.
Four kinds of activities can help marketers address the new realities
of the consumer decision journey.
Prioritize objectives and spending
In the past, most marketers consciously chose to focus on either end
of the marketing funnel—building awareness or generating loyalty
among current customers. Our research reveals a need to be much
8. McKinsey Quarterly 2009 Number 38
more specific about the touch points used to influence consumers
as they move through initial consideration to active evaluation to
closure. By looking just at the traditional marketing funnel’s front or
back end, companies could miss exciting opportunities not only
to focus investments on the most important points of the decision
journey but also to target the right customers.
In the skin care industry, for example, we found that some brands are
much stronger in the initial-consideration phase than in active
evaluation or closure. For them, our research suggests a need to shift
focus from overall brand positioning—already powerful enough to
ensure that they get considered—to efforts that make consumers act
or to investments in packaging and in-store activities targeted at
the moment of purchase.
Tailor messaging
For some companies, new messaging is required to win in whatever
part of the consumer journey offers the greatest revenue oppor-
tunity. A general message cutting across all stages may have to be
replaced by one addressing weaknesses at a specific point, such
as initial consideration or active evaluation.
Take the automotive industry. A number of brands in it could grow
if consumers took them into consideration. Hyundai, the South Korean
car manufacturer, tackled
precisely this problem by adopt-
ing a marketing campaign
built around protecting con-
sumers financially by allowing
them to return their vehicles
if they lose their jobs. This pro-
vocative message, tied to some-
thing very real for Americans,
became a major factor in helping Hyundai break into the initial-
consideration set of many new consumers. In a poor automotive mar-
ket, the company’s market share is growing.
Invest in consumer-driven marketing
To look beyond funnel-inspired push marketing, companies must
invest in vehicles that let marketers interact with consumers as they
learn about brands. The epicenter of consumer-driven marketing is
the Internet, crucial during the active-evaluation phase as consumers
seek information, reviews, and recommendations. Strong perfor-
mance at this point in the decision journey requires a mind-set shift
from buying media to developing properties that attract consumers:
digital assets such as Web sites about products, programs to foster
Broadband connectivity lets
marketers provide rich
applications to consumers learn-
ing about products
9. 9The consumer decision journey
word-of-mouth, and systems that customize adver-
tising by viewing the context and the consumer.
Many organizations face the difficult and, at times,
risky venture of shifting money to fundamen-
tally new properties, much as P&G invested to gain
radio exposure in the 1930s and television expo-
sure in the 1950s.
Broadband connectivity, for example, lets marketers
provide rich applications to consumers learning
about products. Simple, dynamic tools that help
consumers decide which products make sense
for them are now essential elements of an online
arsenal. American Express’s card finder and
Ford’s car configurator, for example, rapidly and
visually sort options with each click, making
life easier for consumers at every stage of the decision journey. Mar-
keters can influence online word-of-mouth by using tools that spot
online conversations about brands, analyze what’s being said, and
allow marketers to post their own comments.
Finally, content-management systems and online targeting engines let
marketers create hundreds of variations on an advertisement,
taking into account the context where it appears, the past behavior
of viewers, and a real-time inventory of what an organization needs
to promote. For instance, many airlines manage and relentlessly opti-
mize thousands of combinations of offers, prices, creative content,
and formats to ensure that potential travelers see the most relevant
opportunities. Digital marketing has long promised this kind of
targeting. Now we finally have the tools to make it more accurate and
to manage it cost effectively.
Win the in-store battle
Our research found that one consequence of the new world of market-
ing complexity is that more consumers hold off their final pur-
chase decision until they’re in a store. Merchandising and packaging
have therefore become very important selling factors, a point that’s
not widely understood. Consumers want to look at a product in action
and are highly influenced by the visual dimension: up to 40 per-
cent of them change their minds because of something they see, learn,
or do at this point—say, packaging, placement, or interactions
with salespeople.
In skin care, for example, some brands that are fairly unlikely to be
in a consumer’s initial-consideration set nonetheless win at the point
of purchase with attractive packages and on-shelf messaging. Such
10. McKinsey Quarterly 2009 Number 310
elements have now become essential selling tools because consumers
of these products are still in play when they enter a store. That’s
also true in some consumer electronics segments, which explains
those impressive rows of high-definition TVs in stores.
Sometimes it takes a combination of approaches—great packaging,
a favorable shelf position, forceful fixtures, informative signage—to
attract consumers who enter a store with a strong attachment to
their initial-consideration set. Our research shows that in-store touch
points provide a significant opportunity for other brands.
Integrating all customer-facing activities
In many companies, different parts of the organization undertake
specific customer-facing activities—including informational Web sites,
PR, and loyalty programs. Funding is opaque. A number of executives
are responsible for each element, and they don’t coordinate their work
or even communicate. These activities must be integrated and given
appropriate leadership.
The necessary changes are profound. A comprehensive view of all
customer-facing activities is as important for business unit heads as for
CEOs and chief marketing officers. But the full scope of the consumer
decision journey goes beyond the traditional role of CMOs, who in many
companies focus on brand building, advertisements, and perhaps
market research. These responsibilities aren’t going away. What’s now
required of CMOs is a broader role that realigns marketing with
the current realities of consumer decision making, intensifies efforts
to shape the public profiles of
companies, and builds new mar-
keting capabilities.
Consider the range of skills
needed to manage the customer
experience in the automotive-
insurance industry, in which
some companies have many
passive loyalists who can be pried
away by rivals. Increasing the percentage of active loyalists requires not
only integrating customer-facing activities into the marketing orga-
nization but also more subtle forms of organizational cooperation.
These include identifying active loyalists through customer research,
as well as understanding what drives that loyalty and how to harness
it with word-of-mouth programs. Companies need an integrated,
organization-wide “voice of the customer,” with skills from advertising
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